2 ii Table of Contents Executive Summary iii Introduction A Portrait of Where We Are Now Governing Mandates The Planning Process Mission, Vision, Values: A Portrait of Where We Will Be Strategic Analysis Statement of Strategic Intent Strengths Weaknesses Opportunities Threats Competitive Analysis College of Public Affairs & Administration Goals, Action Steps and Performance Indicators Strategic Initiative #1: Excellence in Teaching and Learning in Public Affairs Strategic Initiative #2: Excellence in the Scholarship of Public Affairs Strategic Initiative #3: Advocating Engagement with Public Affairs Strategic Initiative #4: Developing Local to Global Awareness & Involvement Stretch Ideas Resource Plan for Achieving Strategic Plan Appendix A Timetable and Resource Summary

3 iii Executive Summary The College of Public Affairs & Administration is dedicated to the belief that effective public affairs education, significant public affairs scholarship and active service to the community will improve government and public policy in Illinois, the nation and our wider global community. We have a long history of interdisciplinary public affairs education, scholarship and public service. Departments in the College meet the needs of a wide range of students from their first semester of undergraduate education through their doctorate. We offer opportunities to faculty and students that simply cannot be found elsewhere in Illinois. Our faculty members are engaged with their practitioner colleagues in government and support agencies. Our proximity to the State Capital, the headquarters of state agencies and associations and the Abraham Lincoln Presidential Library offers our students, staff and faculty educational and co curricular opportunities designed to encourage life long civic engagement and a dedication to public service. A significant number of political and public policy leaders in Illinois have been our students, teach as adjunct faculty, work with our faculty and seek our expertise on public affairs issues. The College of Public Affairs & Administration is at the forefront of the UIS mission to provide an intellectually rich, collaborative and intimate learning environment for students, faculty and staff, while serving local, regional, state, national and international communities. Our College faculty and staff hope to provide an integrated package of curricular, co curricular and extra curricular initiatives that will guide our students to develop a strong sense of civic engagement, a commitment to social responsibility and an understanding of democratic values. Vision Statement Within five years, the College of Public Affairs & Administration will be a place where: Graduate and undergraduate students select our programs because we give them a unique opportunity to learn in the classroom and in the halls of government from innovative teachers who care about student success and well being, Our faculty members are recognized nationally as innovative teachers who foster student engagement through active learning, Our College is recognized nationally as a leader in an interconnected college of public affairs that blends disciplinary expertise with the flexibility of interdisciplinary curricula, Faculty members are recognized nationally for their leading edge scholarship, State and regional public policy makers seek assistance from our faculty, staff and students because our high quality research and service anticipate and respond to emerging public policy needs and advance public discourse on major public affairs issues, Distinguished national and international scholars and practitioners come to our College to share their expertise in the classroom and in projects with students and faculty and Our graduates become active and engaged members of our alumni community. Mission Statement The College of Public Affairs & Administration is a leader in public affairs engaged in excellent teaching, leading edge scholarship and public service to advance public discourse, improve government and enhance public policy in Illinois, the nation and our wider global community..

4 iv Statement of Strategic Intent The College of Public Affairs & Administration will be central to the efforts of UIS to achieve the goal of being recognized as one of the top five small public liberal arts universities in the US. Our pursuit of excellence in teaching and scholarship will advance the overall reputation of the University. Since its inception, the College of Public Affairs & Administration has been dedicated to providing a broad liberal arts foundation for graduate and undergraduate students seeking an excellent public affairs education. The faculty, staff and students of the College of Public Affairs & Administration will make a unique positive contribution to our community through the application of expertise to significant issues of public policy and by nurturing the desire for civic engagement to achieve positive social change from the local to the global levels. Our Strategic Initiatives Strategic Initiative #1 Excellence in Teaching and Learning in Public Affairs: The primary goal of the College of Public Affairs & Administration is to maximize student learning through excellence in teaching. Excellence in teaching in public affairs disciplines involves the integration of traditional scholarly approaches with an appreciation for the practitioners needs for professional development. The College will strive to recruit, enroll, retain and graduate a larger number of high quality graduate and undergraduate students. Strategic Initiative #2 Excellence in the Scholarship of Public Affairs: The College of Public Affairs & Administration affirms its commitment to the idea that excellence in teaching and a strong commitment to scholarship are inextricable. Our departments have a strong history of performance in scholarship where those forms of scholarship shape and improve public affairs policies and practices. We seek to exemplify the model of teacher/scholar to encourage our students to recognize that life long learning involves the engagement with a discipline through scholarly activity. Strategic Initiative #3 Public Affairs Engagement through Education, Scholarship & Service: The College of Public Affairs & Administration will promote an enjoyable and supportive learning community that produces engaged and informed citizens. Our public affairs initiatives will make a positive contribution to our community through the application of expertise to significant issues of public policy and by nurturing the desire for civic engagement to achieve positive social change. Students, faculty, staff, alumni and outside partners will have opportunities to enhance their personal growth, social capital, support networks, networking opportunities and extracurricular programming. Strategic Initiative #4 Developing Local to Global Awareness & Involvement: The College of Public Affairs & Administration encourages open dialogue on public affairs issues in an inclusive atmosphere. Providing our students with skills needed to encourage life long learning requires involving those students in vigorous discussion of public affairs issues of concern locally, regionally, nationally and globally. Students, faculty, staff and external constituents will be exposed to a multicultural learning community representing diverse viewpoints in public affairs. Stretching Our Horizons Expand graduate & undergraduate majors, minors and certificates Partnerships in the areas of community and environmental health Establish Distinguished Chair of Public Affairs Speakers series focused on significant policy controversies and civic engagement Develop a distinguished practitioner in residence program

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6 Introduction The College of Public Affairs & Administration is at the forefront of the UIS mission to provide an intellectually rich, collaborative and intimate learning environment for students, faculty and staff, while serving local, regional, state, national and international communities. The new UIS Strategic Plan places in center stage a commitment to excellence in education and scholarship with a determination to make a difference in the world. Our College faculty and staff hope to provide an integrated package of curricular, co curricular and extra curricular initiatives that will guide our students to develop a strong sense of civic engagement, a commitment to social responsibility and an understanding of democratic values. The College of Public Affairs & Administration has created this strategic plan to articulate the ways in which our strategic initiatives will be instrumental to UIS s successful implementation of its campus wide plan. The College has a long history of interdisciplinary public affairs education, scholarship and public service. Departments in the College meet the needs of a wide range of students from their first semester of undergraduate education through their doctorate. We offer opportunities to faculty and students that simply cannot be found elsewhere in Illinois. Our faculty members are engaged with their practitioner colleagues in government and support agencies. Our proximity to the State Capital, the headquarters of state agencies and associations and the Abraham Lincoln Presidential Library offers our students, staff and faculty educational and co curricular opportunities designed to encourage life long civic engagement and a dedication to public service. A significant number of political and public policy leaders in Illinois have been our students, teach as adjunct faculty, work with our faculty and seek our expertise on public affairs issues. Our faculty members are dedicated to the belief that effective public affairs education, significant public affairs scholarship and active service to the community will improve government and public policy in Illinois. Five years from now, based on the efforts described in this Strategic Plan, we believe the College of Public Affairs & Administration will be a stronger college more able to serve the needs of our campus and our external constituencies. This plan sets out a strategy for growth and evolution designed to achieve the goals of our College strategic plan and the UIS campus plan. We begin with an overview of where the College is now. The plan next moves to where we wish to be in the next five years with a new mission and vision. This section is followed by a discussion of our strengths, weaknesses, opportunities and threats. The majority of this plan is devoted to the presentation of our strategic initiatives, action steps and performance indicators. We set forth a framework to achieve four strategic initiatives: Excellence in Teaching and Learning in Public Affairs Excellence in the Scholarship of Public Affairs Public Affairs Engagement through Education, Scholarship & Service Developing Local to Global Awareness & Involvement We will be successful in the implementation of this plan if we remain focused on our mission and vision, develop our infrastructure, wisely use existing resources and obtain additional resources. It is important to note that the performance indicators included here will be fine tuned as we gain experience in implementation of our action steps and identify missing or misspecified performance elements.

7 2 A Portrait of Where We are Now The College of Public Affairs & Administration contains six departments that offer graduate and undergraduate degrees, minors and graduate certificates. As shown in Table 1, we are balanced between graduate college and undergraduate education. In the fall of 2005, the College had 311 undergraduate majors and 319 graduate majors. Five out of our six departments offer at least one graduate degree. Our college offers UIS s only doctoral degree, a Doctorate of Public Administration. Half of our six departments offer an undergraduate major and the college offers five undergraduate minors. In recent years, college faculty members have been active in the Capital Scholars Honors Program and have created a number of new interdisciplinary courses for UIS s expanded general education initiative. Table 1: Overview of Programs Department Undergrad. Minor B.A. Graduate Graduate Certificates Criminal Justice Environmental M.A. Environmental Risk Studies M.S. Assessment Online M.A. Emergency Preparedness & Homeland Security Legal Studies M.A. Law for Human Services Online M.A. & Social Work Public Sector Labor Relations (with PA) Political Studies M.A. in Political Studies M.A. in Public Affairs Public Administration Reporting MPA Online MPA DPA Management of Nonprofit Organizations Public Health MPH Environmental Health Community Health Education* Epidemiology * Interdepartmental International Studies Labor Relations *pending final Board of Trustees approval Criminal Justice concentration in MPA Public Sector Labor Relations (MPA in collaboration with LES) The number of students majoring in programs within the College of Public Affairs and Administration has been relatively stable for the past two years increasing from 621 in 2004/2005 to 630 in 2005/2006. The number of headcount majors in the fall of 2005 increased for graduate students but decreased for undergraduates. Increases have occurred in the undergraduate program in Criminal Justice, the graduate programs Legal Studies and Political Studies and in the Master of Public Health program (see Figure 1).

8 3 Figure 1: AY 2004/2005 & 2005/2006 Student Major Headcount CRJ CRJ PAD PAD POS POS POS LES LES ENS POS ENS MPH MPH LES PAR LES PAR Undergrad. 04/05 Undergrad. 05/06 Grad. 04/05 Grad. 05/06 As the figures below display, the faculty base of the College of Public Affairs & Administration has grown. We added three full time equivalent (FTE) faculty from 2004 to 2005 and will add five FTE in the fall of 2006 (see Figure 2). In response to enrollment growth in the department, we are adding one new faculty to the Criminal Justice Department. Political Studies is adding one faculty member to assist with general education expansion and to meet the needs of potential new majors from the Capital Scholars expansion. As part of their new online graduate degree initiatives, Environmental Studies is adding two new faculty members and Public Administration is adding one. Figure 2: AY 2004/2005 & 2005/2006 FTE Faculty 9 8 POS 7 6 PAD POS PAD 5 4 CRJ LES CRJ LES MPH MPH POS CRJ CRJ ENS ENS ENS ENS POS PAD PAR PAR PAD LES LES PAR MPH MPH PAR Full time 04/05 Full time 05/06 Adj Adj

9 4 Governing Mandates The College of Public Affairs & Administration is governed by applicable U.S. statutes and federal regulations, the laws of the State of Illinois, the regulations of the Illinois Board of Higher Education, the internal statutes of the University of Illinois, the policies and procedures established by authority of the Chancellor of UIS, the UIS Faculty Personnel Policies, the resolutions of the UIS Campus Senate and the By Laws of the College of Public Affairs & Administration. The Planning Process This plan is the produce of collaboration by the members of the College of Public Affairs & Administration Executive Committee working with the Dean during the spring semester of This collaboration produced a draft document that was distributed to the faculty, staff and students of the College. Faculty and staff were invited to discuss the elements of the plan at two meetings with the Executive Committee and the Dean. Two meetings were also held where students were invited to share their reactions to the draft plan. A committee of reviewers was invited to comment on the plan. This committee included three members of our College of Public Affairs & Administration Alumni Council (Ms. Michelle Gentry Wiseman and Mr. E. Norman Sims, Mr. John Webber), UIS Chancellor Emerita Naomi B. Lynn and Dean Margot Duley (UIS College of Liberal Arts and Sciences). The Executive Committee met to consider revisions of the draft plan in response to faculty, staff, student and reviewer comments. This plan is the result of that final meeting.

10 5 Mission Statement Mission, Vision, Values: A Portrait of Where We Will Be The College of Public Affairs & Administration is a leader in public affairs engaged in excellent teaching, leading edge scholarship and public service to advance public discourse, improve government and enhance public policy in Illinois, the nation and our wider global community. Vision Statement Within five years, the College of Public Affairs & Administration will be a place where: Graduate and undergraduate students select our programs because we give them a unique opportunity to learn in the classroom and in the halls of government from innovative teachers who care about student success and well being, Our faculty members are recognized nationally as innovative teachers who foster student engagement through active learning, Our College is recognized nationally as a leader in an interconnected college of public affairs that blends disciplinary expertise with the flexibility of interdisciplinary curricula, Faculty members are recognized nationally for their leading edge scholarship, State and regional public policy makers seek assistance from our faculty, staff and students because our high quality research and service anticipate and respond to emerging public policy needs and advance public discourse on major public affairs issues, Distinguished national and international scholars and practitioners come to our College to share their expertise in the classroom and in projects with students and faculty and Our graduates become active and engaged members of our alumni community. Statement of Values The College of Public Affairs & Administration is guided by these values: We have an obligation to strive to motivate and inform an engaged citizenry, lend our disciplinary expertise to public discourse on important issues of public affairs and connect our scholarship to avenues through which it can improve government. Excellence in teaching maximizes student learning. Excellence in teaching in public affairs disciplines involves the integration of traditional scholarly approaches with an appreciation for the practitioners needs for professional development. Our teaching and scholarship are guided by a rich history in the College of respect for both disciplinary expertise and interdisciplinary exploration. We seek to exemplify the model of engaged teacher/scholar to encourage our students to recognize that life long learning involves the engagement with a discipline through scholarly activity. A strong public affairs education requires a firm foundation in a classical liberal arts education designed to cultivate critical thinking and contribute to the evolution of our disciplines. The College of Public Affairs & Administration encourages students to become engaged citizens in their communities from the local to the global levels. We value equally all four of the forms of scholarship expressed in the Boyer Model: the scholarship of discovery, integration, application and teaching. We value a vibrant and actively engaged public affairs community dedicated to the pursuit of comprehensive and integrated initiatives that contribute to the intellectual, cultural, social and personal enrichment of all participants.

11 6 Strategic Analysis Statement of Strategic Intent The College of Public Affairs & Administration will be central to the efforts of UIS to achieve the goal of being recognized as one of the top five small public liberal arts universities in the United States. Our pursuit of excellence in teaching and scholarship will advance the overall reputation of the University. Since its inception, the College of Public Affairs & Administration has been dedicated to providing a broad liberal arts foundation for graduate and undergraduate students seeking an excellent public affairs education. The faculty, staff and students of the College of Public Affairs & Administration will make a unique positive contribution to our community through the application of expertise to significant issues of public policy and by nurturing the desire for civic engagement to achieve positive social change from the local to the global levels. Pursuit of this statement of strategic intent must be done in the context of our existing strengths, weaknesses, external threats and opportunities. Our Strengths: Our students: o Include a growing number with strong qualifications who are attracted to our programs high standard o Range in age from traditional aged undergraduates, who bring their energy and new perspectives, to senior learners, who bring their life experience and insights to the classroom o Often come to UIS with significant professional experience in government and public policy fields o Are from an increasingly diverse range of geographical locations increasing the ethnic, racial and cultural diversity of UIS Our faculty: o Are engaged in Public Affairs scholarship, both traditional and applied, that influences the scholarly community through significant contributions to their disciplines and the practitioner community through significant contributions to the design and dissemination of best practices in government and policy o Have a long and productive history of joint ventures and joint appointments with the Center for State Policy and Leadership o Hold leadership positions in their regional, state and national disciplinary organizations o Are engaged in public affairs activities and community service o Are increasing in numbers and becoming more diverse o Are willing to explore flexible course delivery modes (evenings, weekends, online, blended) to meet needs of nontraditional students o Include distinguished practitioners willing to serve as adjunct faculty and full time faculty with significant practitioner experience o Serve well those whose academic histories do not give an accurate prediction of their probable performance in college Our departments: o Include academic programs ranging from baccalaureate to doctoral programs

12 7 o o o o o o o o Include interdisciplinary certificate programs designed to meet the professional development needs of a wide range of students Have an interdisciplinary focus from baccalaureate to doctoral Offer students the opportunity to learn from tenure track faculty in small classes Devote time to advising and developing strong mentoring programs for students Offer students the opportunity to become involved in internships, service learning and simulations from the undergraduate to the graduate level Have achieved or are working toward accreditation in those fields where it is available Have strong connections with their practitioner communities in the region Have a strong presence in the new general education curriculum and participation in CAP Honors Our College has: o The advantage of location in the state capital which gives us access to many opportunities that would not otherwise be available for students, faculty and staff o An engaged and supportive Alumni Council with a desire to assist students, staff and faculty o A strong tradition of activist, engaged students, faculty & staff o A strong tradition of cooperation and teamwork among departments o Staff who are student centered and service oriented o Faculty and staff experienced with meeting needs of both traditional and nontraditional aged students and both undergraduate and graduate students o Enrollment growth in some programs Our Weaknesses: We lack sufficient resources to facilitate faculty scholarship at a level needed to gain national recognition. Our resource deficits include: o There is insufficient support for faculty scholarly development (Non instructional Assignments, travel funds, membership funds). o A heavy faculty workload combined with growing enrollments does not leave sufficient time or energy needed for scholarship. o There are internal faculty and staff salary inequities. o We lack sufficient physical space for labs, faculty offices, the GIS Lab, conferencing, computer classrooms and collaborative efforts. o To retain excellent practitioner adjuncts, we need to increase adjunct pay to come closer to adequate compensation. o Understaffed departments must use adjuncts to teach core courses when the departments wish to have core courses staffed only by full time faculty. We lack a well developed organizational infrastructure and staff for growing responsibilities in college and department offices. These infrastructure deficits include: o Inadequate release time/financial compensation for department chairs o Lack of a well thought out administrative structure for department and program operations o Underdeveloped plan for recruitment of transfer and graduate students o Lack of an institutionalized process to mentor new faculty members o Underdeveloped fundraising/development structure & efforts o Underdeveloped alumni and community outreach o Underdeveloped college wide assessment of student learning in programs and in courses o Loss of the experience and perspective from senior faculty who are retiring

13 8 o o o o o Pockets of enrollment decline/stagnation Lack of match between staffing levels in departments and student demand Not all programs that can be accredited are accredited Lack of structure and resources committed to cultivating student research Lack of an internal institutional research plan capable of generating competitive and benchmarking analysis data Our Opportunities: Capitalize on our connections with government, government support entities, businesses and the medical community to increase the number and variety of internships, research opportunities, curricular and co curricular activities for our students Use UIS s leading edge technology infrastructure to diversify the modes of delivery for our curricula to make access easier and to reach more students Respond to a growing interest in professional education and lifelong learning by expanding graduate and adding undergraduate on line and on campus interdisciplinary certificates to meet growing professional education needs Increase involvement of current and retired practitioners in teaching and mentoring students Expand interdisciplinary curriculum, majors, minors and certificate programs to meet needs of new incoming students and the life long learning goals of other members of the community Increase college faculty involvement in expanding Capital Scholars classes that can be a feeder for increased enrollment in undergraduate majors and graduate programs as excellent teachers attract excellent students Capitalize on our connections with the broader practitioner communities to expand research collaborations, opportunities to engage in technical assistance projects and service opportunities Development of Geographical Information System Lab enhancing instruction in multiple disciplines and creating the possibility of raising funds through continuing education offerings Our Threats Potential loss of students to increasing online competition and other institutions recruiting transfer students Loss of junior faculty and faculty candidates due to equity, workload and adequate support for faculty professional development and issues of spousal employment Perceived external pressure to reduce admission standards to meet enrollment goals Lack of growth in state funding impairs the ability to continue currently successful activities while responding to calls for new initiatives Increasingly competitive environment can make fundraising more difficult

14 9 Competitive Analysis There are multiple challenges that must be overcome before the College of Public Affairs & Administration can present a truly useful competitive analysis based on valid and reliable data. These challenges cannot be overcome during the timeframe allowed for this evaluation. What we can do in this timeframe is identify the challenges in place and identify strategies that will allow us to resolve those challenges and move toward the capacity to perform a competitive analysis. The college lacks the administrative infrastructure needed to identify, collect and analyze data on a range of variables needed for competitive analysis. We are dependent on comparative data gathered by UIS Institutional Research. That body of data is dependent on the level of analysis chosen by the Illinois Board of Higher Education when it compiles comparative measures for state institutions. The level of analysis often involves combining programs with similar but distinct substantive foci. In addition, there are perennial questions about whether groups of programs assembled for comparison in the IBHE data actually represent valid comparison groups. There are instances where a program in the College is sufficiently different in focus or students targeted that valid comparative data are hard to derive from the existing data gathered. Increasing the staffing in the Dean s office to include someone who has the time and skills to seek out, collect, compile and assist with the analysis of truly comparative data will put the College in a position within three years to be able to provide a more useful competitive analysis to guide operations. Departments engage in competitive analysis when they undergo regular program reviews. However, to keep the program review process manageable at the university level, those reviews are spread out over a period of years. There is no one point where we have competitive analyses of all departments using data from the same timeframe. In addition, the balance of the data used in the program reviews come from the same problematic sources discussed above. As might be expected, departments tend to focus on those measures which reflect most favorably on their progress. No consensus exists at the college level about the elements of comparison for a truly useful competitive analysis. The College is addressing these issues by creating an institutional analysis protocol to be implemented by the staff of the Dean s Office beginning in the fall of The Dean and the College Executive Committee will identify elements of comparison for which data will be collected and will agree upon a methodology to be used for data collection. A new staff member in the Dean s Office will collect those data and provide to the Dean and Executive Committee a yearly report which will be used to arrive at a State of the College document highlighting the evolution of the College and assessing this evolution in relationship to appropriate comparison institutions.

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